...The Value of Leadership Leadership is a personal characteristic exuded by profound actions that affect countless individuals, processes, and organizations. It can be taught or learned in many ways across large and small entities alike. The value of leadership, however, cannot be reduced to a specific dollar amount though it is, and always will be, directly tied to an organization’s financial successes and failures. This activity provides insight into the mind of two iconic leadership figures, Michael Dell, founder and CEO of Dell, Inc., and Andy Grove, cofounder and former CEO of Intel, Inc. Michael Dell is considered a modern maverick of leadership. From the inception of his company he focused on providing his customers’ products based on their specific needs and requirements at the lowest price possible. He was not a big fan of filling shelves for retail businesses based on anticipated or surveyed customer buying trends. This allowed Dell to provide a higher level of satisfaction for every customer experience. And, as it turned out, it was a slam-dunk move. Consumers were excited about the opportunity to add their personal touch to newly acquired technologies. Andy Grove is also celebrated as a leadership maverick. From Intel’s early days and throughout his reign as CEO he implemented strategies and changes unlike many others of his time. For instance, he moved Intel completely away from a market in which they helped to pioneer and was highly skilled into an...
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...TEAM DJT Focus on the leader Power and Influence DARIUSZ GABREL, JOSEPH LEPERA, & TOM WHISTLER 9/26/2013 A group analysis of “The Prime Minister’s Powerful Better Half” in regard to both of their ethics and values. Power and Influence A View of Power and Influence In focusing on the leader, you explore the phenomena of power and influence. This paper is meant to focus on understanding the distinctions between power, influence, and influence tactics with an emphasis on how the Interactional Framework can be used to understand how these concepts interact in leadership situations. Burns asserts that power is the single most important concept in the social sciences (Burns, 1978). Power as the Capacity to Cause Change Power has the capacity to cause change and influence as the degree of actual change in a target’s behaviors. Ho Ching’s power as a leader has been recognized by many, but is she an influential leader? Based on the limited information presented in this case, it’s difficult to make a definitive statement for this question. You could possibly argue that her selection and ranking on two reputable lists of powerful business people might suggest there are some results and changes in performance and behaviors. But we would only be making some unverifiable assumptions. The content of the case itself doesn’t provide specific examples that could me a source of measurable change that can be attributed directly to her. If her speech to...
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...Abstract An essential component of leadership is to articulate and exemplify the organization's core values. These values must be clear, compelling, and repeated. The leader must both "walk the talk" and inspire his/her colleagues within the organization to also live these values. Values are at the core of individual, group or organizational identity. Values are relatively enduring conceptions or judgments about what is considered to be important to an organization. Agreement between personal and organizational values result in shared values which constitute the benchmarking of a successful business practice. Thinking We, Not I Leadership today is a full contact sport and as people’s plates are overflowing, leaders are doing more with less daily. To create a healthy, sustainable organization, there is a need to create a culture where others are motivated to give their discretionary energy. Productivity and success depend on healthy leaders and employees who are not caught up in disruptive behaviors such as blame, victim thinking, excessive control, silo mentality, and internal competition. When such behaviors surface it is necessary to take proactive steps to pinpoint the cause and what must be done to turn the culture around. Re-visiting the organizations mission statement is a good place start. Leaders of healthy, sustainable organizations excel in three activities: 1) clarify goals and expectations; 2) help employees to see how their responsibilities align...
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...Values and Servant Leadership I have personally experienced a huge organizational change in the last couple of years. I believe that unethical behavior occurs at all organizational levels. In my organization, senior executives tend to have significantly more positive perceptions of ethics in the organization than do lower-level employees. I have witnessed everyday ethical lapses such as fudging a report, personal use of company equipment, stealing company funds or property, bullying, and lying about being sick. I believe that Servant leadership plays a significant role in changing organizational culture. Servant-leadership focuses on increased service to others rather than to oneself. Because the focus of servant-leadership is serving others over self-interest, servant-leaders are less likely to engage in self-serving behaviors that hurt others (Kreitner & Kinicki, 2013). Servant leadership has since 1970 described an entirely different approach to leadership than that derived from a mechanistic and bureaucratic view of organizations wherein workers are thought of as mere cogs in a machine (Hughes, Ginnett & Curphy, 2012). Ten characteristics of the Servant-leader are (a) listening, (b) empathy, (c) healing, (d) awareness, (e)persuasion, (f) conceptualization, (g) foresight, (h) stewardship, (i) commitment to other’s growth, (j) building community (Hughes, Ginnett & Curphy, 2012). The concept of a servant leader is not such a modern notion, but can be found in the biblical...
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...DEVELOPING CORE VALUES IN STRATEGIC PLANNING A Paper Presented to Dr. Rusty Ricketson Luther Rice University In Partial Fulfillment of the Requirements for the Course LD 515 Principles of Strategic Planning by James C. Harvey Jr. GC6316 OUTLINE I. INTRODUCTION II. DEVELOPING CORE VALUES IN STRATEGIC PLANNING III. CONCLUSION IV. SELECTED BIBLIOGRAPHY INTRODUCTION This is an initial paper in which selected aspects of the literature will be examined to address a few of the tenets that are needed in the development of core values. There are many clear or apparent needs in the development of core values, but one of those needs may be singled out depending on the author’s point of view. This paper will examine a few of the tenets that are involved in the development of core values according to the different methods of authors. One of the basics that will be needed in the development of core values in any organization is a bedrock philosophy. As early as 1978, Ouchi and Price were extolling the benefits of orga-nizational philosophy. "The clarity and the widespread acceptance of an organizational philosophy," they wrote, "most clearly separates the Type Z from the Type A orga- nization" (Ouchi and Price 1993, 68). They went on to note that most large Japanese organizations possess a philoso- phy and that many Japanese leaders regarded as vitally ...
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...How Global, Corporate, and Community Values Servant Leadership Cathy R. Palmer Charleston Southern University Introduction Leadership is all about harnessing people power for the attainment of a desired goal and thus the concept of leadership cannot be restricted to the Organizational context. It pervades through all realms of society, whether it be in politics, religion or the corporate world. I am conducting a case study on the Values of Servant Leadership globally, corporate, and community. I will be taking into consideration the state of global affairs, the state of U.S. corporate affairs, small businesses, and the society around us, what is true value of servant leadership, both to corporate world and to the community at large? Global Affairs Management is no longer constrained by national borders. There is significant importance from globalization, and the world has definitely become the global village. Managers in organization of all sizes and types around the world have to confront the challenges of operating in the global market. Managers face challenges due to an array of environmental factor while doing business. He must effectively plan, organize, lead, control and manage cultural difference to be globally successfully. Creativity is the first step on the road to innovation, and has become vital for an organization to survive given the complexity of global change. Creativity is the ability to produce new ideas through imagination and...
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...FOUNDATION DEGREE IN HEALTH AND SOCIAL CARE MANAGEMENTETHICS, LEADERSHIP AND INTERPROFESSIONAL WORKING IN HEALTH AND SOCIAL CAREHS4501-40Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To STUDENT ID: 213599 06/05/2011 WORD COUNT 3,606 | | Describe The Importance Of Quality Leadership And The Difference Between Leadership And Management Within A Health And Social Care Environment, And Explain The Ethical Value Framework Leaders Of Services Should Adhere To | | This essay will discuss the importance of quality leadership, the diversities between leadership and management within health and social care and explain the ethical frame work leaders of services should adhere to. Every organization strives to be successful regardless of the type of business it conducts; no organization can be fully successful and productive without good quality leadership. Haris and Ogbonna (2000) discovered that although leadership may not completely affect the organisations achievement, the quality of leadership does affect the workers of the organisation who in turn have a substantial affect on the organiation. (cited in Haracre, et al 2011) If workers are contented and without stress in their work they will be more likely to be enthuiastic...
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...The Real Value of Authentic Leaders: A Values-centric Model to understand Follower Behaviors Abstract Deriving from the literature on values, we propose a model which answers the call from scholars to examine the underlying processes through which authentic leadership impacts followers’ behavior and performance. We propose that by developing intrapersonal and interpersonal continuity in their followers’ values (value salience and person-supervisor value congruence respectively), authentic leaders could enhance followers’ task performance and organizational citizenship behavior, and reduce counterproductive work behavior. The model also contributes to research on values by examining the psychological and contextual factors, i.e. person-organization value congruence and self-concept clarity, which moderate the relationship between authentic leadership, value congruence and follower outcomes. Introduction Having witnessed several failures of corporate and economic machinery in the recent past, management scholars have been forced to look into the underlying reasons thereof from several different perspectives. As a fundamental shift in focus onto softer aspects of corporate leadership, leaders are being increasingly scrutinized for their leadership styles and moral values. Through this paper, we aim to contribute to a growing area of research in this domain by proposing a theoretical model to understand how leaders’ attitudes and values impact followers’ behavior and performance...
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...CANADIAN ARMED FORCES LEADERSHIP AND STRUCTURE Abstract Leadership is at the core of any organization, especially the military. The Canadian Armed Forces, being a hierarchal organization, places a strong focus on leadership. Leadership principles and styles, as well as different leadership models, make up the foundation of the military ethos, and serve the common mission. Leaders in the Canadian Armed Forces are required to possess specific characteristics and focus on the well-being of their members, in order to achieve the commander’s intent. Introduction “As a leader you want to inspire you people to be so engaged and committed, to have accomplished so much that even when they are nighty-five years old, sitting in a rocking chair on the back porch, they will look back on their time under your leadership with the satisfaction of accomplishment and contribution, and a feeling that they have made a difference. What they will remember most is how you made them feel as they did their work ad focused on their job. Only then can your job as a leader be considered complete” General Rick Hillier (2010) Leadership is essential in any organization, especially the military. It is a complex and convoluted topic that has received a great deal of attention. It has been in the spotlight for quite some time, and been the focal point of many studies. Leadership has been defined in various ways. The Canadian Armed Forces (CAF) have defined leadership as “directly or indirectly...
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...Developing a Philosophy of Leadership A leadership philosophy is the way we see ourselves as leaders. This philosophy guides our actions, our behaviors, and our thoughts. Our philosophies are influenced by external and internal forces. We can change who we are as leaders by simply changing our philosophy of leadership. Leadership philosophies can change as you grow to understand yourself within the context of leading. Creating or finding your leadership philosophy means that you must explore and reflect upon your personal values, assumptions, and beliefs about leadership. Personal values are qualities or characteristics that you value. You would rather leave an organization or step down as a leader than violate your values. Your values guide your intentions and they influence how you lead. When your personal values are clear and you are conscious of them, you create a solid foundation for leading. Assumptions are ideas that are assumed or believed to be true. As a leader it is important to understand what assumptions fuel your leadership thinking. Often leaders are not aware of the assumptions because they are operating from certain paradigms that will not allow them to see assumptions. Reflection into one’s leadership is an excellent way to uncover assumptions. Beliefs are ideas that we hold to be true; they shape our realities. If a leader believes that the only individuals in an organization that can make decisions is the management staff, then that belief will...
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...Developing a Philosophy of Leadership A leadership philosophy is the way we see ourselves as leaders. This philosophy guides our actions, our behaviors, and our thoughts. Our philosophies are influenced by external and internal forces. We can change who we are as leaders by simply changing our philosophy of leadership. Leadership philosophies can change as you grow to understand yourself within the context of leading. Creating or finding your leadership philosophy means that you must explore and reflect upon your personal values, assumptions, and beliefs about leadership. Personal values are qualities or characteristics that you value. You would rather leave an organization or step down as a leader than violate your values. Your values guide your intentions and they influence how you lead. When your personal values are clear and you are conscious of them, you create a solid foundation for leading. Assumptions are ideas that are assumed or believed to be true. As a leader it is important to understand what assumptions fuel your leadership thinking. Often leaders are not aware of the assumptions because they are operating from certain paradigms that will not allow them to see assumptions. Reflection into one’s leadership is an excellent way to uncover assumptions. Beliefs are ideas that we hold to be true; they shape our realities. If a leader believes that the only individuals in an organization that can make decisions is the management staff, then that belief will...
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...Executive Summary The aim for this thesis is to answer the problem statement: How do national cultures influence leadership styles? To give an answer to this question, this thesis is divided into three parts: leadership, national culture and the connection between them. The conclusion of this thesis is based on analytical and exploratory research. The first part, on leadership, focuses on mainly two types of leadership: transactional and transformational leadership. Transactional leadership is mainly based on the transaction between leaders and their followers. Bass described four components of transactional leadership: Contingent reward, Active management by exception, Passive management by exception and Laissez-Faire leadership (1997). Transformational leadership focuses mainly on inspiring and stimulating the followers. Transformational leadership contains also four components: Idealized influence (Charisma), Inspirational motivation, Intellectual stimulation and Individualized consideration. The second part focuses on different studies on national culture: Hofstede (1983), Schwartz (1990) and Inglehart (1997). Each study has different values and dimensions, both all three studies show some similarities. The first similar dimension contains: Hofstede’s Power distance, Schwartz’ Hierarchy versus Egalitarianism and Inglehart’s Survival and measures the degree to which the people in a national culture accept and expect the unequal distribution of power. The second similar dimension...
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...Future of Ethically Effective Leadership Chaudhary Imran Sarwar Received: 13 August 2011 / Accepted: 10 March 2012 / Published online: 29 March 2012 Ó Springer Science+Business Media B.V. 2012 Abstract This research focuses on (a) introducing and exploring ethically effective leadership, (b) introducing and testing theory on triad of typical–maximal–ideal ethically effective leadership performances, (b) theorizing and empirically testing that each of typical–maximal–ideal ethically effective leadership performance is different from each others, in other words exploring mean differences between each pair of typical–maximal–ideal effective leadership performances, (c) introducing, theorizing, and testing mechanism to quantify respondents’ intrinsic desire and inherent potential to enhance their ethically effective leadership performances, (d) exploring precedents of each of typical–maximal–ideal ethically effective leadership performances, and finally (e) exploring bases and feasi- bility of virtual, robotic, and mixed reality ethically effective leadership that may or may not be same as con- ventional ethically effective leadership. This paper explores global leadership aspect of ethically effective leadership performance at three data collection levels (via typical, maximal, and ideal effective leadership C. I. Sarwar (&) Mixed Reality University, 20, A-I, Township, Lahore 54000, Pakistan e-mail: effectiveleadership.imran@gmail.com C. I. Sarwar Chaudhary Building, Golden...
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...The Social Change Model and Servant Leadership Theory: Comparisons and Contrasts Introduction Leadership is essential for all successful organizations. However, the form of leadership that is practiced by various leaders is vital in determining how the activities of the organization are managed. There are many different forms of leadership practiced in differing environments. Servant leadership and social change models are some of the most common leadership theories used in pursuit of organizational success. This paper will describe in detail the servant leadership and social change models and contrast their methods of leadership. Also I will seek to explain how they could be applied in the leadership role of any given organization. Servant leadership Robert K. Greenleaf introduced the concept of Servant Leadership in his book “Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness”. In the description of servant leadership, Greenleaf describes servant leadership as: a natural feeling where the leader feels that they should serve the people first (Greenleaf, 2002) . Greenleaf describes a servant leader as a leader who puts the needs of his or her people first before other personal needs associated with the role. A servant leader will strive to ensure that they prioritize other people’s needs first and ensure that their welfare is paramount. According to Greenleaf, The difference manifests itself in the care taken by the servant-first to make...
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...Define and describe the interactional framework for analyzing leadership including the different components of the framework and how it can be used to determine effective leadership. The interactional framework for analyzing leadership depicts leadership as a function of three elements (level of analysis): the leader, the followers, and the situation. It can be used to analyze leadership scenarios from each level of analysis separately, which can be useful. However, using the framework as an analysis tool for leadership situations is more effective when analyzing the interactions between the different levels of analysis. For instance, it may be useful to examine a leadership scenario by analyzing the situation and determining the level of stress, the environment, or the task at hand but more information can be gathered by analyzing the interaction between the leader and the situation. If the leader can perform actions to modify the situation, to lessen the stress of the situation for example, there may be a resulting positive effect on the followers. This example highlights one of the unique and useful aspects of the interactional framework for analyzing leadership: the importance placed on the interactions between the leader, the followers, and the situation. The interactional framework for analyzing leadership scenarios is best represented by a Venn diagram, as drawn below, where each level of analysis (leader, followers, and situation) are drawn as open circles that overlap...
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